Building a high performing sales team is one of the most important responsibilities of every sales leader. When your team is filled with great salespeople, they’re usually committed for the long run. And that translates into reduced turnover and inconsistencies with your customers and prospects and increased sales.

You understand the thrill you get when you make a sale. Now you need to find more of the people like that - your right people. Ones that fit your culture, and that are committed to working hard to be successful.

What makes a successful sales team?

Start by thinking about the attributes you look for when you hire. Spend some time listing them, then highlighting the most important ones. Then when you get a virtual pile of resumes, see if their experience, education, extra activities within the community and some key words about the candidate’s strength are a good match for the attributes you highlighted. This information can help cull the field. But the real possibilities open in the interview, where you can learn everything else that they couldn’t put on paper. Asking the right questions is critical to see if the candidate has what it takes to be successful.

In addition to whatever attributes you listed above, I believe there are four other strengths a sales rep must have to be a contributor to a successful sales team. To discover if the candidate has them, requires asking the right questions in the interview process.

Here’s a shortcut.

Good salespeople will have what I call “SALES”, an acronym for the characteristics that you won’t find on their resume. Here is the breakdown: Sense – Ambition – Learner – Empathy – Sure.

Let’s take a look at each of these qualities of good salespeople and consider how they fit into your recruiting efforts.

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Stu Schlackman is the Relationship Selling Expert. After more than 20 years in corporate sales, Stu formed his sales training firm to focus on helping his clients achieve superior sales results.

Leveraging his competitive nature, he focuses on training and coaching sales and service teams to reach peak performance.

Before starting his own company, Schlackman was instrumental in increasing revenue and growing the client base of large corporations such as Capgemini, EDS, and the former Digital Equipment Corporation. His focus on relationship building led his sales teams to exceed sales projections by more than 30% percent annually.

Today, Schlackman uses his “Four People You Should Know” Personality Styles Assessment to help companies build high performance teams and increase sales by connecting with the four different personality styles.

www.StuSchlackman.com
Stu@StuSchlackman.com

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